• 한국정보시스템학회지:정보시스템연구
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• 제16권1호
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• pp.91-109
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• 2007

This study investigates the extent to which the implementation of enterprise resource planning(ERP) systems enhance the corporate performance by examining financial variables of the implemented firms against those of the control fm. A total of 346 observations were obtained from 160 firms, 80 implemented firms and 80 control firms, for the period of 1998-2002. Results from the study partly support the assertion that ERP improves the full spectrum of business functions such as selling, marketing, purchasing, warehousing, accounting and human resources by tightly integrating enterprise-wise information databases. First the profitability of the implemented group was different from that of the control group. The indicator (dummy) variable was able to explain the differences in total cash flows between the implemented group fm and the control group firms. Second, ERP turned out In improve the efficiency in managing assets. The indicator variable has the power in explaining the differences in the amount of accounts receivables between the implemented group firms and the control group firms. Third, the product turnover ratio of the implemented group was different from that of the control group. Fourth, the average value added per employee and the net income per employee of the implemented group firms were greats- than those of the control group firms. Finally, the average magnitude of the administrative expenses of the implemented group firms was smaller than that of the control group firms.

• 한국컴퓨터정보학회논문지
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• 제14권4호
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• pp.141-152
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• 2009

본 연구에서는 전사적 자원관리 시스템에서 제공되는 기능 중에서 기업회계 및 재무 부문의 전략적인 정보 제공의사결정을 지원하는 회계정보 시스템의 도입에 관련한 영향 요인과 경영 성과에 관하여 연구하였으며, 실증 분석 결과는 다음과 같다. 첫째, 조직구조 특성 요인 중 조직의 분권화 정도와 정보기술 특성요인 중 정보기술 기반구조는 재무 적/비 재무적 성과에 영향을 미치지 않았다. 둘째, 회계정보 특성은 부분적으로 재무적 성과에 영향을 미치지 않았으며, 셋째, 조직의 규모는 부분적으로 재무적 성과에 조절적인 역할을 하지 않는 것으로 나타났다. 넷째, 본 연구에서 사용한 일부 연구 변수들은 재무적 성과에는 중요한 영향요인으로 분석되지 않았으나, 비 재무적 성과에는 대부분 영향을 미치고 있어 향후 회계정보 시스템의 도입 시 전략적으로 고려해 볼 수 있는 도입 요인임을 알 수 있었다.

• 품질경영학회지
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• 제44권3호
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• pp.639-648
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• 2016

Purpose: Existing precedent studies include success factors of individual management innovation activities constantly. However, those studies have limitations about the common key success factors of individual management innovation activities. Methods: For this study, we investigate the key success factors using literature research of the most typical management innovation activities adopted and implemented by many companies in Korea, such as 6sigma, TQM, Lean 6sigma, ERP, TPM, BPR, Project Management, System Engineering. Factors emerging repeatedly was combined into common factors and inherent factors that are necessary for the success of individual management innovation activities are designated to essential factors. Results: 'Essential factors for Six Sigma' consist of 5 items. Black belt operating system, personnel management system linkage, the correct management of the data, perform improvement projects associated with financial performance financial result, linked to financial performance improvement project, project progress management. 'Essential factors of TQM' are arranged 4 items. Quality team's independence and role, goal-setting, Quality Information System, corporate's philosophy of quality first. 'Essential factors of Lean Six Sigma' are the selection of value stream which is based on the customer needs and the value creation and identify the project based on the selected value in the company. 'Essential factors of ERP' are investigated 6 items. Ongoing system maintenance and upgrades, the measurement and support of user satisfaction, the operating systems and the policies for the maintenance, IT infrastructure, change adaption condition monitoring, focusing on improving business performance. 'Essential factors for TPM' are arranged 4 items. Motivated and energetic Bottom-Up, CEO's recognition of the importance facility management, long-term perspective of necessity and ongoing patience. 'Essential factors for BPR' are the pursuit of change process and the staff's sense of crisis management. 'Essential factors for Project Management' are the strategy that reduce the risk management skills through risk management and the understanding and organized management for the project participant's needs. 'Essential factors for System Engineering' consist of 2 items. The first is the design for the best balanced system with pre-analysis about the compromise the cost, schedule and the performance. The second is the analysis of large problem into small problems which can solved. We have found the solution considering components of the interface through the systematic perspective. Conclusion: Common factors and essential factors presented in this study will properly help to introduce the individual management innovation activities for the each business sector and implement management innovation. After this study, new literature research that reflect new studies should accomplish steadily.

• 한국정보시스템학회지:정보시스템연구
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• 제25권1호
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• pp.49-73
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• 2016

연구목적 기존 정보시스템 연구에서 정보기술 역량과 기업 성과 간 관계에 대해 다양한 관점의 많은 연구들이 있었음에도 불구하고 아직까지 공통된 결론에 이르지는 못하고 있다. 본 연구는 전사적자원관리(ERP) 시스템 도입을 중심으로 정보기술 역량을 파악하여 정보기술 역량과 기업 성과 간 관계에 대한 재고찰을 시도한다. 연구설계/방법론/접근법 기존 관련 연구들은 1990년대나 2000년대 초반의 다소 오래된 기업사례들을 대상으로 하거나 ERP를 도입한 처리그룹과 이에 상응하는 통제그룹을 적절히 매칭하지 못한 채 양자 간 관계를 분석하고 있다는 점에서 자료 및 분석 방법 측면의 문제점을 갖고 있다. 이에 따라 본 연구는 2000년대 후반 들어 전사적자원관리 시스템을 도입한 기업들을 중심으로 성향점수매칭(propensity score matching) 및 이중차이분석(difference-in-difference) 방법을 적용하여 전사적자원관리 시스템을 도입한 기업과 이에 상응하는 미도입 기업을 체계적으로 매칭하고 이들 간의 기간 간 성과 차이를 분석한다. 결과 본 연구 결과에 따르면 전사적자원관리 시스템 도입 기업과 미도입 기업 간 수익성 지표에서 통계적으로 유의한 차이는 없는 것으로 나타났다. 본 연구는 정보시스템의 전유가 경쟁력을 제공했던 과거와 달리 최근 표준화된 정보시스템의 등장과 더불어 단순히 정보시스템 도입 만으로는 더 이상 경쟁 우위를 달성할 수 없다는 점을 시사하고 있다.

• 산업경영시스템학회지
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• 제43권3호
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• pp.122-134
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• 2020

As globalization has been progressed, companies faced a situation in which it was difficult to secure global competitiveness only with their internal management systems. To overcome this, Supply Chain Management (SCM) emerged, which optimizes the whole supply chain process from suppliers to demand companies. In this study, it was analyzed that the effects of customer integration among the integration factors of SCM, and market orientation among the strategic orientations on management performances such as non-financial performance and financial performance through a mediating role of flexibility. At this time, it was analyzed whether CEO's support has a moderating effect on the influence of the market orientation. As a result of analysis, the customer integration was found to have an indirect effect on the non-financial performance and the financial performance through the flexibility. The market orientation was found to have a direct effect on the non-financial performance and at the same time, indirectly affected it through the flexibility. In addition, it was shown that more the level of CEO's support, higher the influence of the market orientation. This moderating effect had an indirect effect on the financial performance. Based on the above findings, various implications for improving management performance were proposed. This study suggests that investments in computerization such as ERP and smart factories can improve supply chain management performance and ultimately improve customer satisfaction and financial performance.

• 경영정보학연구
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• 제8권3호
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• pp.225-243
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• 2006

최근 대기업이 독자적으로 지원하는 모기업 주도적 협업 IT화 사업이 본격적으로 추진되고 있다. 모기업이 자체적으로 협력업체에 정보화 수준 평가를 위한 정보화 등급 체계를 설계하고 이를 기반으로 최우선적으로 협력업체가 조기에 ERP(Enterprise Resource Planning) 시스템 운영을 최고 수준으로 향상시켜 상생 협력 네트워크의 경쟁력을 강화 하자는 목표로 협업 IT화 사업을 추진하고 있는 것이다. 본 논문에서는 삼성전자가 독자적으로 추진해온 협업 IT화 사업이 초기 1년을 경과하고 있는 상황에서 사업 성과에 영향을 주는 주요 성공요인을 실증적으로 분석하고 이를 통해 장기적인 정책 수립과 지원 방향을 제시하고 있다. 연구 결과는 상생경영 기반 구축을 위한 정책 수립과 지속가능한 성과 유지를 위한 과제를 제시하는데 기여할 것으로 기대된다. 또한, 삼성전자 사례를 통해 국내 대기업이 추진하고 있는 협업 IT화 사업의 성공적 수행에도 활용될 것으로 예상된다.

• 경영과학
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• 제20권2호
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• pp.113-133
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• 2003

This study developed the ISM (Electronic Store Success Model) by basing upon the revised D&M IS Success Model and reflecting the characteristics of marketing and e business. The theoretical rationale of this model was as following : 1) Though the revised D&M IS Success Model (2002) must be more logical and complete model than the original D&M IS Success Model (1992), it did not reflect characteristics of marketing and e business. 2) In the marketing studios, Service Quality has been suggested as one of basic strategies for success. 3) In e business studies, Trust has been emerging as a potentially important antecedent of e loyalty. 4) There has been a paradigm shift from satisfaction to loyalty in marketing emphasis. 5) Nowadays, ERP (Enterprise Resource Planning) has been pervaded in many organizations and has supported PCA (Profit Center Accounting) or Channel based Accounting, so it has not been difficult to evaluate financial performance of Electronic Store. The ESM that has six dimensions (System Quality, information Quality. Service Quality, Trust, Loyalty, Financial Performance) and expresses the causal relationship among them was proposed and was compared with BSC (Balanced Scorecard), WebQual, and EWAM (Extended Web Assessment Method). The results showed that the ESM coincides with BSC and contains dimensions of WebQual, and EWAM.

• 경영과학
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• 제34권1호
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• pp.71-84
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• 2017

The purpose of this study is to extract the characteristic cost through the time series analysis of each cost from 2003 to 2014, and to grasp the performance and relevance of the enterprise. Therefore, in this section, we analyzed the time-series analysis of selling, administrative, and non-operating expenses as described above. First, depreciation cost, advertising cost, transportation cost, research cost, current research cost, and ordinary development cost were extracted as the variables of interest to be verified in the empirical analysis. However, in the analysis of non-operating expenses, we could not extract the specific cost, but we could grasp the time-series flow of cost data before and after two epochs such as financial crisis and introduction of IFRS obligation. The results of this study show that sales management costs have a positive (+) effect on firm value. Empirical analysis confirms that management is trying to increase or decrease the cost This can be confirmed by the empirical results of this paper. At present, general enterprise accounting is done through ERP system. However, since the ERP system does not have an analysis system for each sales and management cost, the current system has difficulty in knowing the budget item for each cost each time the expenditure resolution for each cost item is made, It is a reality that the expenditure plan must be managed separately and it is inconvenient to keep it. However, if this practical difficulty is solved by the cost analysis system such as sales management cost, the present accounting information system will be further developed. Furthermore, the management will increase the profit item It is thought that coordination actions can also be prevented in advance.

• Journal of Information Technology Applications and Management
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• 제12권2호
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• pp.79-106
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• 2005

This study, by adopting case study methodology, is focused on examining the present state and analyzing the cause of the digital divide, and suggesting policies for bridging the divide, specifically in view of SMEs. We have taken cases of manufacturing companies, visiting and interviewing 18 SMEs in 10 APEC member economies which show sharp difference in usage of ICT. In order to analyze the digital gap among SMEs, we used 5 variables that are composed of computer hardware, computer software, Internet, readiness of ICT, and performance of ICT adoption, while categorizing the cases into low and high tier based on the national ICT index. From a computer hardware perspective, the high tier (0.66) has almost double the number of PC’s per employee, compared with the low tiers (0.34). This gap can be explained by financial availability of low income and high tariff in the developing economies. In the computer software perspective, the SMEs in the low tier had some restrictive use of computer applications such as financial and accounting management and document management, while those in the high tier enjoyed more diversity in the use of applications such as inventory management, sales management, financial and accounting management, procurement management, CRM, and ERP. In view of the readiness of ICT, the difference in ICT infrastructure and financial status between the low and high tier was far wider than any other variables. As a result of ICT adoption, SMEs benefited in view of learning and growth, internal business processes, customer service, and financial affairs. To effectively bridge the digital divide between the low and high tier, actions such as setting up a secondary market of used computers among cooperating developed and developing countries, developing and diffusing good business applications, and building speedy, low-cost telecommunication infrastructures should be taken.

• 한국산업정보학회논문지
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• 제10권4호
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• pp.78-89
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• 2005

급격하게 변화하는 기업환경에 능동적으로 대체하는 기업만이 생존한다는 것은 역사적인 교훈이다. 21세기 디지털 경제시대에 있어서 e-비즈니스는 기업이 직면한 새로운 과제들중의 하나이다. 이에 따라 국내외 유수의 기업들은 정보기술 기반의 e-비즈니스 체제 구축에 많은 노력을 기울이고 있으며, 삼성SDI는 e-비즈니스를 기반으로 경영혁신 전략을 성공적으로 추진한 대표적인 사례이다. 삼성SDI가 e-비즈니스 체제 구축에 성공한 핵심적인 요인은 최고경영자의 확고한 디지털 경영의지, 경영혁신을 완성하는 도구로써 변화관리와 지식경영활동의 성공적인 수행, 그리고 임직원의 경영혁신 역량을 향상시키기 위한 다양한 교육훈련 프로그램을 들 수 있다. 삼성SDI의 경영혁신 노력은 프로세스 효율성과 고객 만족도의 향상으로 나타났고 이는 곧 탁월한 재무적 성과로 이어졌다.